Summary of Financial Resultsfor 3rd Quarter & Fiscal 2022 Guidance
Mid Term Business Plan (2021-2023) Progress Update

November 10, 2022
Member of the Board
Global CEO and Representative
Executive Officer

Shu Ishibashi

Today’s agenda
1. Summary of Financial Results for 3rd Quarter & Fiscal 2022 Guidance
2. Mid Term Business Plan (2021-2023) Progress Update

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Summary of financial results for the 3rd quarter:
Return to a “strong” Bridgestone capable of adapting to change■ Summary of financial results for the 3rd quarter – vs. previous year:
1) Revenue: + Approx. 660 B JPY increase (128% vs. PY)- Achieved significant increase, including impacts from currency exchange and the weak yen
2021 9 months results(Unit: B JPY)

Before reclassification(Results disclosed
last year)

After
reclassification*

Revenue

2,401.8

2,317.7

Negative factors

2022
9 months
results*vs. PY (%)

2,976.9

128

REP** Premium tire sales growth % (2022 January to September)<INDEX: 2021 January to September = 100>

114

108
102
乗用車用高インチ（18インチ以上）
2021
2022

HRD** tires for passenger cars
(18-inch and above)

トラック・バス
2021
2022

Truck & bus tires

 Deteriorating business environment from 3Q
1. The recession in Europe and growing uncertainty
about the U.S. economy

 Flexible and agile supply management based on global
manufacturing footprints
 Reinforce premium business strategy:

鉱山用タイヤ（超大型）
2021
2022

Tires for mining vehicles(Ultra-large)* US building products business was classified as discontinued operations in 3Q of fiscal 2021. In accordance with business transfer decisions announcedin Dec. 2021, the anti-vibration rubber business and chemical products solutions business was also classified as discontinued operations. Accordingly,
revenue & adjusted operating profit show figures for continuing operations and exclude revenue & expenses of the discontinued operations.
** REP: Tires for replacement / HRD: High rim diameter

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 Irregular negative impacts (Factors that appeared by 2Q)
1. Suspension of manufacturing in & export to Russia
2. Lockdown in China due to resurgence of COVID-19
3. Cyber- incident at a subsidiary in U.S.

Based on product power of Dan-Totsu products, achieved sales& market share expansion in premium areas such as HRD tires
for passenger cars (replacement sales) and tires for mining
vehicles- Unable to achieve significant growth in truck and bus tire sales& market share due to supply constraints in North America,
which is the main market for truck and bus tires

Summary of financial results for the 3rd quarter:
Return to a “strong” Bridgestone capable of adapting to change■ Summary of financial results for the 3rd quarter – vs. previous year:
2) Adjusted Operating Profit: + Approx. 54 B JPY increase (119% vs. PY) / Margin: 11.5% (-1.0％ vs. PY）
2021 9 months results
Afterreclassification*

2022
9 months
results*vs. PY (%)

2,401.8

2,317.7

2,976.9

128

Adjusted operating profit

277.9

288.6

119

Margin

11.6%

12.5%

342.2

422.8

- Continuing Operations

192.9- Discontinued Operations

229.9(Unit: B JPY)

Revenue

Profits Attributable to
Owners of Parent

Beforereclassification(Results disclosed
last year)

11.5%- 1.0pp

422.8

188.7

45

204.6

217.2

106

218.3

- 28.4-

 The recession in Europe and growing uncertainty about the U.S.
economy from 3Q⇒Further focus on premium area
 Covered most negative impacts on cost from raw material
increase and inflation (energy, labor cost, etc.) by improving
sales, market share, and sales mix of premium tires and by
strategic price management including price increase based on
product power of Dan-Totsu products Achieved solid results, offsetting the rapid decline in profit
of global OE tire (tires on new vehicles) sales for passenger car
tires and truck & bus tires with the replacement tire business Achieved increase in adjusted operation profit compared to theprevious year through manufacturing improvement andexpense & cost structure reformation, but one step short interms of margin (on continuing operations basis)

3) Profit/Loss from Continuing Operations:

Recorded 35 B JPY of adjusted items such as loss related to the Russian business (impairment loss of fixed assets, etc.), expense related to safety inspection
at Bridgestone Cycle Corp., etc. and achieved 12.6 B JPY of increase in profit vs. PY (106% vs. PY)* US building products business was classified as discontinued operations in 3Q of fiscal 2021. In accordance with business transfer decisions announced in Dec. 2021, the anti-vibration rubber business and chemical products solutions
business was also classified as discontinued operations from 4Q 2021. Accordingly, revenue & adjusted operating profit show figures for continuing operations and exclude revenue & expenses of the discontinued operations.

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Summary of Fiscal 2022 Guidance:
Return to a “strong” Bridgestone capable of adapting to change■ Revenue: Plan to achieve our first revenue of over 4,000 B JPY including currency exchange impact• Enhance flexible and agile supply chain management leveraging global manufacturing footprint• Enhance expansion of sales & market share and strategic price management
for premium tires (HRD passenger car tires, truck & bus tires, mining vehicle tires) based on product power of Dan-Totsu products• 4Q onwards: Intensifying headwinds from the recession in Europe, growing uncertainty about the U.S. economy, etc.
⇒ Strengthen focus on the resilient premium tire area
Evolution of revenue and gross profit
45,000

Revenue[B40,000
JPY] 3,790
35,000

3,507
2,695

30,000Gross profit
25,000
[%]

39.5%

3,246

37.8%

38.0%

3,100

3,650

4,050 B JPY
3,950
3,300
level

level

40.6%

60.0%

39.3% 39.0%

38.9%

40%
level

55.0%
50.0%
45.0%

 2022 Revenue guidance:
・ vs. PY: 125％
Approx. 800 B JPY increase
・ vs. guidance in Aug. : 103%
Approx. 100 B JPY increase

40.0%

20,00035.0%

15,000
Diversified products
business
10,000Tire business

30.0%

Solutions business
5,000(Excluding revenue ofretail tire business)

0

25.0%

2015
JPN account.
standards

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2019

2020*

2021*

2022

2022

2022

2022

Mid Term Business Guidance Guidance GuidancePlan (2021-2023) (As of Feb.) (As of Aug.)(As of Nov.)

International accounting standards (IFRS)

2023

 Solutions business revenue portion:
19% in 2022
⇒ Aim to exceed
20% of total revenue in 2023

20.0%

Mid Term Business
Plan (2021-2023)*Excluding U.S. building products business, Automotive anti-vibration
rubber business, and Chemical products solutions businessSummary of Fiscal 2022 Guidance:
Return to a “strong” Bridgestone capable of adapting to change
Expect to achieve 2022 Plan in Mid Term Business Plan (2021-2023) and guidance as of Feb. and Aug., 2022:
 Adj. Operating Profit & Margin: Continue sales mix improvement by further focus on premium area, strategic price management including price increase andreinforce expense and cost structure reformation such as thorough expense management, responding to irregular negative impacts, raw material increase and inflation⇒ Increase in adj. operating profit vs. PY led by the U.S. business and mining tires business, but one step short in terms of margin (on continuing operations basis) ROIC: 0.4％ increase vs. PY, in line with guidance in Aug.⇒Continue rebuilding of earning power

Adj. Operating Profit / Net Profit / OPEX % / ROIC / ROE
6,000

14.7%
517
13.6%

5,000
4,000
Adj. Operating Profit[B JPY]

Profit from continuing
2,000
operations [B JPY]

7.4%
240

1,000
0

343
9.8%

284

Adj. Operating Profit
3,000
Margin [%]

ROIC

394
12.1%
207
7.7%

360 level
11% level

9.0%
308

5.1%
-20

2015

2019

2020*

2021*

25.8%

28.0%

30.3%

28.4%

13.3％

10.0%

-0.9%

12.9%

(1,000)OPEX %ROE
ROE

JPN account. standards

2022

9.2%
290

2022

450
11.4%

9.3%
280

2022

16.0%

470 B JPY
11.6%

45014.0%
level
13% level

9.4%

10% level29010.0%
level

12.0%

295 B JPY

2022

8.0%

2023

(+ 2 B JPY vs. guidance in Aug.)- Adjustment items: 20.2 B JPY(+2 B JPY vs guidance in Aug.)- Other expense: 1.4 B JPY

4.0%

Strong headwinds and growing uncertainty

2.0%

・ Recession in Europe
・ Uncertainty about the U.S. economy, etc.

29% level 27.6% 27.7%

27.2%

27% level

9% level

10.5%

12% level

11.3% 10.8%

Expense related to the Russia business transfer:
Plan 21.6 B JPY in total■ Business environment outlook:

Mid Term Business Plan
(2021-2023) 0.0%

Guidance Guidance(As of Feb.) (As of Aug.)

Plan increased profit vs. PY on operationbasis, excluding expense related to
the Russia business transfer

6.0%

Guidance(As of Nov.)

Mid Term
Business Plan
(2021-2023)

International accounting standards（IFRS）*Excluding U.S. building products business, Automotive anti-vibration rubber business and Chemical products solutions business

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8% level
220 level

425
11.6%

■ Net Profit from continuing operations:

Strengthen resilient premium tire area
aiming for a “strong” Bridgestone capableof adapting to changeCounter headwinds globally

Summary of Fiscal 2022 Guidance:
Return to a “strong” Bridgestone capable of adapting to change■Business outlook by segment (by tire business and region):

Americas Increase in adj. operating profit for the first 9 months of 2022 vs. the previous year, countering the impacts of raw material increase andinflation by price increase and mix improvement, despite slow start in 1H due to cyber-incident in 1Q
 Growing uncertainty about the U.S. economy from 4Q but plan to secure profitability• Solid sales and market share expansion of passenger car HRD tires (REP) focusing on premium area. Regarding truck and bus tires,
unfavorable sales mix, including increase in OE tire sales and decrease in REP tire sales, caused by supply constraints due to labor shortages
at manufacturing sites in the U.S, etc.
⇒ Ensure profitability, alleviating supply constraints through continuous reinforcement of global supply chain management

Europe, Russia,
Middle East,
India and Africa

 Growth in profitability for the first 9 months of 2022 vs. the previous year. Respond to the impacts of raw material increase and inflation by priceincrease mainly around Europe. Improved profitability and sales mix with further focus on premium area.
 Deterioration of profitability due to distribution inventory management, decrease in sales volume and further cost increase such as energy cost by
rapid recession in Europe from 2H especially from 4Q. Continuously drive mix improvement such as expansion of sales and market share ofpassenger car HRD tires but expect the challenging business environment in 2023 onwards
 Continue our efforts to expand revenue & profitability in the Middle East and India business (Russia business not included in plans)

China andAsia Pacific Declined profitability for the first 9 months of 2022 vs. the previous year due to the impact of COVID-19 lockdown in China and the fact thatprice increase was not enough to cover the negative impact from raw material increase and inflation in China and Asia
 Expect the business environment to be challenging in ensuring profitability in 4Q as well.

Japan Tire

Japan

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 Deteriorated business conditions for both OE and REP tires business in 3Q as well, including unique structural challenges of the Japan business–slow growth in demand, difficulty in price increase to cover the negative impact of inflation such as increase in raw material and energy costcaused by the weak yen-. Expect the challenging business environment in 4Q and 2023 onwards.
 Continue reinforcement of talent investment including at manufacturing sites

Global tire business Growth in both revenue and profitability including currency exchange impact for the first 9 months of 2022, as a result of sales and market sharefor construction
expansion, contributed in revenue and profit growth of the group total.
and off-roadmining vehicles  Expect continued growth in 4Q onwards, despite uncertainty about the business environment

2. Mid Term Business Plan (2021-2023) Progress Update

Strategic Growth Investmentaligned with the “2030 Long Term Strategic Aspiration” roadmap

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Accelerate transformation in alignment with the roadmap presented in“2030 Long Term Strategic Aspiration”
Bridgestone 3.0 Journey
Mid Term Business Plan
(2021-2023)

Mid Term Business Plan
(2024-2026)

Return to a “strong” Bridgestone
capable of adapting to change
Complete laying foundations toenhance premium and evolvewith solutions business

Mid Term Business Plan
(2027-2029)

Focus on premium business and solutions businessto create “new premium”■ Premium tire biz - “From volume to value”■ Enhance new premium tire business■ Solutions biz■ Expand and rapidly grow solutions- Build the foundation toaccelerate the determined solutions businessportfolio managementbusiness leveraging the strengths of thepremium tire business■ Diversified products and Exploratory buisness- Sharply focus on areas where Bridgestone’s core competencies can be leveraged

2030 Become a resilient “excellent” Bridgestone
Amplify trust and value through coordination of premium tire, solutions, diversified products and exploratory business

Talent group which can create new business value and support the business portfolio / Build new corporate culture and DNA
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2030 Long term strategic aspiration : Strategic map

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2030 Long Term Strategic Aspiration: New management structure
2020:
Corporate transformation
Mid Term Business Plan (2021-2023)“Glocal” management• Total optimization globally & across value chain• Deploy local strategies adapted to eachregion/market, based on global strategy

Mid Term Business Plan (2024-2026)
Establish new “glocal & portfolio management”‐ flexible & agile management

4 business portfolio management• Passenger car tire
: Premium tire & solutions business• Truck & bus tire
: Premium tire & solutions business• Specialties tire (OR AC AG MC*): Premium tire & solutions business• Diversified products & Exploratory business*OR: Off-the-road tires, AC: Aircraft tires, AG: Agricultural tires,
MC: Motorcycle tires

Regional & market characteristics
x 4 business portfolio
Build foundations for a new “glocal & portfolio
management”

Evolve to a “strong” Bridgestone capable ofadapting to change

2020
11/34

2021

2023

Mid Term Business Plan (2027-2029)
Further evolve new “glocal & portfolio
management”

2024

2030: 1st step of “Third foundation”
Bridgestone 3.0 completed
2031: 100th anniversary of founding
2027

2029

2030

2026

Establish management structure & practices in which the global management team ensures“unwavering management” following the roadmap, while also responding to change flexibly & agilely“Roadmap toward becoming a resilient ‘excellent’ Bridgestone”

Strengthen management structure to build new glocal & portfolio management
 Strengthen glocal management structure according to Bridgestone’s business foundation in each region,
regional mobility maturity and market characteristics, andBuild foundation to establish new glocal & portfolio management in the next Mid Term Business Plan (2024-2026)
 As of May 1st, 2022: Joint-Global COO structure – Appointed 2 Joint Global COOs under the Global CEO

Joint Global COO (Masahiro Higashi)
Japan business(BSJP)••“Bridgestone
EAST synergy”

Joint Global COO (Paolo Ferrari)
Europe, Russia,“Bridgestone Americas businessIndia, Middle East
(BSAM)and Africa business WEST synergy”(BSEMIA)

China and Asia
Pacific business(BSCAP)

Expand synergies as Bridgestone’s home market

Global contribution as the core of global manufacturing••

Expand synergies in Europe and the U.S. as high mobility
maturity market: Strengthen linkage between premium
tire and solutions business
Scale up the solutions business in the Americas, placing
Europe as a strategic starting point

Promote harmonization & integration of supply chain (from procurement to production & logistics)/
R&D / IT / administration, under each Joint Global COO
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Strategic Growth Investment aligned with the “2030 Long Term Strategic Aspiration” roadmap

Premium tire business (passenger car tires)

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2030 Long term strategic aspiration : Strategic map

14/27

Premium tire business:
Reinforce premium business strategy focusing on passenger car HRD tires

EnergyEcology
Efficiency

 Expand sales and market share for HRD* tires globally
Take in REP* tire recursion demands from OE tire and accelerate resilient growth in premium* HRD: High rim diameter* OE: Tires on new vehicles / REP: Tires for replacement

Emerging markets（Asia Pacific, China, S. America）

U.S. and Europe
Sales portion of tires 18 inch and above
OE

REP

61%
53%

REP

*INDEX：2019=100

Sales portion of REP tires 17 inch and above
OE

REP

62%

63%

65%

58%

55%

111

33%
25%
2019 2020 2021 2022
Plan

15/27

Market share index
of REP tires 18 inch and above

37%

104

53%

105

28%

27%

100

2019 2020 2021 2022
Plan

2019

2020

2021

2022
Plan

2019

2020

2021

2022
Plan

2019

30%

2020

33%

2021

35%

2022
Plan

Premium tire business:
Strengthen structure to produce and sell premium tires for passenger cars
 Strengthen manufacturing structure for premium tires

Total investment amountto complete the capacity expansion

Investments in Mid TermBusiness Plan (2021-2023)• Prepare for sales and market share expansion of HRD tires:
Invest in manufacturing equipment replacement utilizing current
production capacity and expansion for HRD tires

20 sites Approx. 48 in total
B JPY

EnergyEcology
Efficiency
Extension

Approx.

67 B JPY• “New premium for EV era”:
Arrange to produce tires equipped with ENLITEN

 Establish global tire manufacturing footprint,
aiming for global optimization by ensuringflexibility, while keeping “local production
for local sales” as our basic principle<“local production for local sales” ratio>
Approx. 95% globally ＝ Aspiration

 Capacity expansion at Bahia plant in Brazil(Announced Sep. 2021 and Sep. 2022)

Bari (Italy)

Tianjin (China)

Burgos (Spain)
Indore (India)
Pune (India

Wuxi (China)
Hsin-Chu (Taiwan)
Hai Phong (Vietnam)
Nong Khae (Thailand)

Aiken (U.S.)
Cuernavaca (Mexico)
San Jose (Costa Rica)

Karawang (Indonesia)
Brits (South Africa)

・ Stronger foundation for premium tire business in the Americas
・ Support sales and market share expansion of premium tires in the U.S.

16/27

Joliette (Canada)

Hikone/Tosu/Hofu/
Tochigi (Japan)

Bahia plant (Brazil)
Capacity expansion

Premium tire business:
New premium in EV era – ENLITEN business strategy

EnergyEcology
Efficiency
Ease

 “New premium in EV era” in which the Bridgestone Group uniquely creates value - promotion of “ENLITEN business strategy”⇒Expand tires equipped with “ENLITEN”, the innovative tire technology optimized to fit EVs, and evolve as a business strategy
across the value chain

 Expansion of ENLITEN OE fitment:

2021 end: 27 models (including 7 EVs)

⇒ Oct. 2022 38 models (including 14 EVs)

Major examples of ENLITEN fitment on EVs
Globalmanufacturers

Emerging
manufacturers

AUDI

Q4 e-tronBMW

iX / i7

Mercedes-Benz

VISION EQXX (concept car)

VW

ID.3 / ID.4

SUBARUSOLTERRATOYOTAbZ4X

FiskerOcean

LIGHTYEARLightyear One

NIO

eT7

Support the realization of a carbon neutral mobility society
from the ground up through products equipped with
ENLITEN technology optimized to fit EVs
17/27

 Launch of the world’s first replacement passenger car tirewith ENLITEN technology in Europe under TURANZA brand-premium product brand(Set for release Jan. 2023)

Achieves both driving performance centered aroundwet performance highly demanded in Europe
and environmental performance at a high level“Ultimate customization” adapted to customers’ driving conditions• Supporting safe driving with peace of mind even on a rainy day• Reduction of tire rolling resistance: 4% improvement*

expands EV driving distance & improves electricity consumption,
contributes to extending vehicle battery life

• Wear resistance: 22% up* ⇒ Improvement of resource productivity*Based on internal benchmark Turanza 6 vs Turanza T005 (ref. size 205/55R16)

Contribution to sustainability during the tire development phase:

Leveraging simulation technology:
Improve tire development efficiency, resource productivity and reduce CO2 emissions

Strategic Growth Investment aligned with the “2030 Long Term Strategic Aspiration” roadmap

Premium tire business + Solutions business (truck & bus tires)

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2030 Long term strategic aspiration : Strategic map

Amplify value of
Dan-Totsu products

19/34

Amplify trust
toward BridgestoneBuild foundations for premium tire business:
Reinforce structure to “produce” premium products

EnergyEcology
Efficiency
Extension

 Reinforce structure to produce and sell premium tires for truck & bus and mining & construction vehicles, etc.
Total investments for 2021-23

Tires for mining & construction vehicles- Investment to reinforce production

Approx.

Total investment to complete thecapacity expansion

 Build premium tire business based around Dan-Totsu
product “MasterCore”, link with enhancement ofsolutions business• Shimonoseki plant: Upgrade equipment• Saga plant: Reinforce production of steel cord

Motorcycle tires– Investment to reinforce production
 Focus on premium race & sports areas
Global No.1* in OE fitment for the premium category－Further reinforce premium position
・ Nasu plant enhancement

Approx.

180 B JPY

Shimonoseki/Saga/Nasu (Japan)

Truck & bus tires- Investment to expand production capacity of “new” tires
 Chonburi plant, Thailand: Reinforce as global supply source★ Warren plant, U.S.:
Respond to sales & market share expansion in the U.S.
Build global tire manufacturing footprint:“Local production for local sales” ratio
Approx. 85% globally = Aspiration
Warren/Abilene/
Joliette/Akron (U.S.)

Chonburi (Thailand)* Bridgestone estimates for large superbike category over 1000cc

Build sustainable tire production structure★ Production of sustainable tires using guayule as raw material
for NTT INDYCAR® SERIES:Advanced Tire Production Center (Akron, U.S.)
20/34

88 B JPY

Truck & bus tires- Investment to reinforce “retread” tires★ Abilene plant/Joliette plant, U.S. (2021~):
Expand production capacity of retread tires● Strategic growth investment to enhance retread in Japan:
・ Reinforce equipment & talent in retread manufacturing sites

Premium tire business + Solutions business:
Establish a circular business model

Real

DigitalEnergyEcology
Efficiency
Extension
Economy New premium in circular business era – ENLITEN business strategy (truck & bus tires) –Centered around retread, deepen coordination with the solutions business across the “produce and sell” & “use” value chain– promote establishment of a circular business model Integrating new tires + retread, provide services
from the retail & service solutions network
including maintenance Enhance production ofretread tires
Logistics

U.S.
• Abilene plant/Joliette plant (2021~)⇒ Provide high-quality retread tires
from the approx. 600 Bandag retread sites

Japan・ Invest to enhance retread tires

Use /Maintenanceservice

Mfg.

Expand production capacity

U.S.

Sales

Solid foundations for solutions leveraging strong “real” in
the U.S.:
Provide maintenance services & solutions adapted tocustomers’ usage conditions through the approx. 3,000 sites

R&D

Reuse

Unique Real × Digital platform

Product
strategy

Reuse

Procurement

RecycleAccelerate value creation for sustainability:
Drive advocacy toward expansion of retread⇒Contribute to the realization of carbon neutrality& circular economy

Japan
Leverage the more than 900 service solution network sites

Contribute to sustainability across the value chain, create both social and customer value.
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Premium tire business + Solutions business:
Establish a circular business model

Real

DigitalEnergyEcology
Efficiency
Economy Combining strong “real” capabilities with “digital” and leveraging tire data, promote the establishment of a circularbusiness model where tires are used more safely, longer, better and more efficiently across the value chain.

RFID*RFID (Radio Frequency Identification): Automatic recognition technology that enables
contactless reading & writing of information from IC tags, etc. using wirelesscommunication such as electromagnetic fields and radio waves.

Tire data

Individual management of tires across their lifecycle
including new products, retread and maintenance- Production date, factory inspection data, shipping date,

Logistics

vehicle fitment date, various tire inspection info, etc.

2019: Rollout starting from Europe
2022~24: Global expansion from Europe
2030: Equipment on almost all truck & bus tires in Europe, the U.S. & Japan

Next generation RFID tags:

Started development of next generation RFID tags for tires thatmaximize data communication performance,
and their mounting (2022~)
Co-creation with
TOPPAN FORMS(2022~)

Enables accurate reading of tire data & data
connection to systems from farther away

Improve productivity from reduction of working hours & safety.
Aim for significant improvement of workload for operators.

22/34

Sales
Use /
Maintenanceservice

Mfg.

R&D

Real-time remote monitoringof tire pressure & temperature

Reuse

Unique Real × Digital platform

Database platform forcustomer & tire data
Product
strategy

Reuse

Procurement

RecycleReal-time management system
for retread production process(Productivity improvement)

Strategic Growth Investment aligned with the “2030 Long Term Strategic Aspiration” roadmap

Exploratory business: Recycle business - EVERTIRE INITIATIVE progress update

23/34

Bridgestone’s Recycle business
Used tire = “resource”“Renew” tires to raw material
Create a society where tire value “circulates”
Preserving the environment for future
generations through the recycling of tires
Together with you

24/34

Recycle business - EVERTIRE INITIATIVE progress update

EnergyEcology Co-creation with partners globally toward the realization of carbon neutrality & circular economy:

Reinforcing exploration of recycle technology to “renew” tires to raw material, aim for commercialization – 4 projects in progress mainly in the U.S. & Japan

1. Precise pyrolysis (Japan*1):
Through precise pyrolysis of end of life tires, produce raw materials for tires
such as butadiene*2 and recovered carbon black

2. Carbon capture and gas fermentation process (U.S.):

By applying the gas fermentation process to end of tires,produce chemicals and even aim to produce raw materials for tires

 Chemicals to be converted to PET, polyester yarn, etc.
 Promote development of technology to produce butadiene, a raw material for tires

Start of co-creation with LanzaTech from 2022

Synthetic rubber
production, etc.

Tire manufacturing

Tire use

Collecting & shreddingof end of life tires

Chemical products derived fromend of life tires (Butadiene, etc.)

End of life tires

3. Low temperature decomposition & depolymerization of end of life tires (Japan*1)

Research & Development scope

Chemical productmanufacturing2021-2023
Development ofelement technology

Petrochemicals(Naphtha, etc.)
derived from tires

Refining/ converting
heavy oil to light oil

Tire-derived oil Selectively decompose end of tires to raw materials for tires like isoprene.
Joint research with AIST*3, Tohoku University, ENEOS Corporation and JGC*4
Pyrolysis2024-2026

2027-2030

Technology verification toward
large-scale demonstration

Social implementation verification
at mass production scale

Construction of commercial scale
pilot plant for pyrolysis~2030 Construct plant with scale of Max.
100K tons throughput in tire weight

Conduct large-scale demonstrations by 2030, aim for early commercialization

４．Recovery of recovered carbon black through pyrolysis
 Co-creation with Delta-Energy Group from 2014
– commercialization in the U.S. from 2019
• Recovered carbon black can reduce CO2 emissions during production by approx. 80%,
while maintaining roughly equivalent performance as new carbon black.

 Promotion of a joint initiative with Michelin to expand usage of recovered carbon black(2021~)*1 R&D project adopted as part of the “Green Innovation Fund/Development of Technology for Producing Raw Materials for Plastics Using CO2 and Other Sources"*2 Butadiene: Raw material used in synthetic rubber which is used to produce tires *3 AIST: National Institute of Advanced Industrial Science and Technology *4 JGC: JGC HOLDINGS CORPORATION

25/34

Bridgestone E8 Commitment- From interaction with empathy to co-creation‐

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Establishing the Bridgestone E8 Commitment- from interaction with empathy to co-creation  Driving global initiatives that establish & embody our corporate commitment, the “Bridgestone E8 Commitment”
 Bridgestone E8 Commitment

March 2022: Launch ⇒Starting & enhancing activations
July 2022: 1st global internal penetration survey

Awarenessamong global employees

Approx. 90%

 Initiatives embodying the Bridgestone E8 Commitment:

Key internal activations• Communication between management &employees through town hall meetings• Internal training (fostering understandingof background behind establishment, etc.)• Discussions & initiatives in each workplace
to tie the 8 values to daily activities

A new challenge in space

Ensuring nonstop mobility even during
disasters/emergencies

Extension

Extension

Contribution to road safety

Supporting Ukrainian refugee students &international students

Ease

Empowerment

Ease*For indirect staff

Empathy

among global employees

More than 70%
Based on internal survey results mainly
targeting indirect staff

TQM* activities introduction video*TQM: Total Quality Management

Build foundations for global culture change
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Empowerment

From empathy to new co-creation opportunities - Gain trustExtension: Tires for the lunar terrain vehicle – a new challenge in space

Extension

 Bridgestone joins the lunar terrain vehicle development team led by Teledyne.

- Carrying the dreams of humankind to the harsh lunar surface

 Development project looking to design andbuild NASA’s crewed lunar terrain vehicle:
Co-creation with leaders in the automotive & aerospace industries- A new challenge in space, following participation in the Japan Aerospace
Exploration Agency (JAXA)’s international space exploration mission(announced in 2019) - Leveraging Bridgestone’s “mastering road contact” technology basedon its knowledge of roads around the world and co-creation withexternal partners, Bridgestone is developing and validating metal
airless tire concepts⇒Developing tires that will function safely over long periods
in a harsh environment
An unprecedented air-free tire with steel wool

Tires evolve with every new dream ‐Go Farther. Go Anywhere‐
Committed to nonstop mobility and innovation that keeps people and the world moving ahead.
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Ease / Extension: Run-flat tires for ambulances/command vehicles

Extension
Ease Research and development of “Run-flat tires for ambulances/command vehicles” that can safely continue driving
after a puncture expected for use at disaster sites, together with the National Research Institute of Fire and Disaster(within the Fire and Disaster Management Agency of the Ministry of Internal Affairs and Communications)*command vehicle: takes command at disaster sites

Punctured tire

National Research Instituteof Fire and Disaster

Reinforced
sidewalls

Conventional tire

(unable to continue driving)Run-flat tire(can continue driving) Based on the run-flat technology for passenger cars, apply the latest technology for ambulance with heavier weight:
Used in coordination with dedicated wheels and tire pressure & temperature monitoring system
 Verified capability for social implementation through experimental use at 5 fire departments from Hokkaido to Okinawa
in various road surface/operating conditions.

Ensuring nonstop mobility even during disasters/emergencies,
supporting safety & peace of mind from the ground up
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Ease: Global road safety support – through donations to UNRSF
 Contribute to road safety globally through donations
to the United Nations Road Safety Fund (UNRSF):
Donate approximately 1 million USD in total(2022-2025)

 Initiatives for road safety staying close to local communities:
U.S.

Safe-driving awareness program “Think Before You Drive”
Conveys the importance of following the basic rules such as wearing
a seat belt and conducting tire maintenance

United Nations
Road Safety Fund
“Building a world where roads
are safe for every road user,
everywhere”

Ease

Mexico, Costa Rica, Colombia, Ecuador

Safe-driving awareness program for students and local communities
in conjunction with universities and governments“Support safe mobility and lifestyles
from the ground up and contributeto realizing a sustainable society”

 Support safety and peace of mind from the groundup with our “Dan-Totsu” product

PolandPoland - Traffic safety education

Traffic safety education by employee volunteers

China

Road safety program with Safe Kids China

Thailand“Bridgestone Global Road Safety” project cooperating with Global
Road Safety Partnership, the road safety NGO

Australia, New ZealandRoad safety workshops for young drivers in conjunction with Rotary
Youth Driver Awareness
Australia, New Zealand - Traffic safety education

Bring comfort and peace of mind to mobility life through road safety activities globally
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Empowerment:
Support Ukrainian refugee students and international students

Empowerment

 Conduct internships and plant tours for Ukrainian refugee students and international students
in support of the efforts of Japan University of Economics- Support humanitarian efforts for the future of the next generations through providing career education opportunities Support for Ukrainian refugee students and international students (partly includes plan)• Summary of internship- Period: 1st time - August 29th, 2022 - September 9th, 2022, 2nd time - January 30th, 2023 – March 3rd, 2023
- Participants: 14 Ukrainian refugees students and international students studying at Japan University of

Economics- Content: Experience in trade business administration and technology development leveraging data sciencein accordance with the student’s skills and expectations• Plant tour in Kurume which is Bridgestone’s birthplace Humanitarian efforts for Ukraine as Bridgestone Group• Donation – approx. 500 million JPY in total as Bridgestone Group• Employees in our European group company have been participating in volunteer activities to support
refugees from Ukraine, collecting food and medicine and helping them into European countries

Contribute to a society that ensures accessibility and dignity for all
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2030 Long term strategic aspiration : Strategic map

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Communication plan

February 16, 2023

 Financial Results for Fiscal 2022 / Mid Term Business Plan (2021-2023) Progress Update
With the “2030 Long Term Strategic Aspiration” as a roadmap,- present the plan for the last year of Mid Term Business Plan (2021-2023)
aiming to return to a “strong” Bridgestone.
- update strategy toward 2024 and beyond in aiming to become a resilient “excellent” Bridgestone

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Statements made in this presentation with respect to Bridgestone's current plans, estimates, strategies and beliefs and other statements that are not historical facts areforward-looking statements about the future performance of Bridgestone. Forward-looking statements include, but are not limited to, those statements using words such as"believe," "expect," "plans," "strategy," "prospects," "forecast," "estimate," "project," "anticipate," "may" or "might" and words of similar meaning in connection with a
discussion of future operations, financial performance, events or conditions. From time to time, oral or written forward-looking statements may also be included in othermaterials released to the public. These statements are based on management's assumptions and beliefs in light of the information currently available to it. Bridgestone
cautions you that a number of important risks and uncertainties could cause actual results to differ materially from those discussed in the forward-looking statements, andtherefore you should not place undue reliance on them. You also should not rely on any obligation of Bridgestone to update or revise any forward-looking statements,
whether as a result of new information, future events or otherwise. Bridgestone disclaims any such obligation.

Copyright © Bridgestone Corporation

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